For more than fifteen years, Premier FOOD Group has helped shape Ukraine’s food service industry. The company was among the pioneers that introduced modern hot dog culture to the Ukrainian market and has since grown into one of Central Europe’s leading street food operators. Today, Premier FOOD combines its own manufacturing facilities, logistics infrastructure, a nationwide distribution network, and a chain of branded hot dog restaurants, while products under the Mr. Grill brand are sold not only across Ukraine but are also exported to more than twelve countries worldwide.
Over the years, Premier FOOD has built a fully integrated business spanning every stage of the value chain—from manufacturing and logistics to partner network development. Even after the outbreak of the full-scale war, the company not only maintained uninterrupted operations but also continued investing in production, expanding its logistics capabilities, supporting entrepreneurs, and implementing large-scale humanitarian initiatives.
We spoke with Vitalii Voitovych, Founder and CEO of Premier FOOD Group, about the company’s journey from a small warehouse to becoming one of Ukraine’s leading food service businesses, navigating wartime challenges, pursuing international growth, and the principles that continue to guide the company regardless of circumstances.
Mr. Voitovych, Premier FOOD celebrated its 15th anniversary last year. Today, your products are available at gas stations across Ukraine. How did you transform a small business into one of the country’s market leaders?
Over the past fifteen years, we’ve built a company that, at one point, seemed almost impossible to imagine. We started with a small team and a leased warehouse measuring just 50 square meters. Today, Premier FOOD operates more than 7,500 square meters of company-owned warehouse space, a modern logistics infrastructure, and has become one of Ukraine’s largest logistics operators.
Every month, our specialized fleet completes more than 50,000 deliveries while maintaining an uninterrupted cold chain at –18°C, supplying products to virtually every region of the country.
One of our key areas of growth has been our dedicated manufacturing facility producing hot dog sausages and burger patties under the Mr. Grill brand. Today, the facility has an annual production capacity of approximately 12,000 metric tons. Alongside manufacturing, we continue to expand our own quick-service restaurant chain, Mr. Grill Hotdogs & Burgers.
Fifteen years ago, we introduced a turnkey food service solution for gas station operators at a time when most of the industry was only beginning to recognize the potential of in-store food concepts. That idea became the foundation for creating a product that could consistently deliver the same quality regardless of location. In 2008, our very first hot dogs were sold at just five gas stations in Kyiv (smiles). Today, we produce more than 10 million hot dogs and burgers every month, with our products available at more than 2,000 gas stations and over 7,000 street food locations.
Of course, that growth didn’t happen overnight. Every stage of expansion required investment, daily commitment from our team, and continuous improvement across every part of the business. From the very beginning, we’ve built the company around three core principles: product quality, dependable service, and long-term partnerships. Those values have enabled Premier FOOD to grow consistently, regardless of changing economic conditions.
Fifteen years ago, we introduced a turnkey food service model for gas station operators at a time when most of the industry was only beginning to recognize the potential of on-site dining. That was the starting point for our vision of creating a high-quality product that could be prepared consistently, regardless of where it was served. In 2008, our very first hot dogs were available at just five gas stations in Kyiv (smiles). Today, the company produces more than 10 million hot dogs and burgers every month, with Mr. Grill products available at more than 2,000 gas stations and over 7,000 street food locations.
Of course, that growth didn’t happen in a straight line. Every stage of expansion required investment, the daily commitment of our team, and continuous improvements across every part of the business. From the very beginning, we’ve focused on three core principles: product quality, reliable service, and long-term partnerships. That approach has enabled the company to grow steadily, regardless of economic conditions.
Can modern fast food truly be considered a safe food option today?
Food safety isn’t determined by the format itself—it’s determined by manufacturing standards.
Premier FOOD operates in compliance with internationally recognized ISO 22000:2018, ISO 9001:2015, and HACCP standards. That means quality control is built into every stage of production, from sourcing raw ingredients to the finished product. In the food industry, there’s simply no room for compromise, which is why rigorous process control remains one of our highest priorities.
Ingredient selection is just as important. We work closely with our suppliers and conduct daily internal tastings to ensure that our quality is demonstrated through consistent results—not simply stated in our standards.
When it comes to Mr. Grill’s ready-to-serve hot dogs and burgers, we believe they represent one of the safest fast-food formats available to today’s consumers.
All products are manufactured in a centralized production facility. Our sausages are made from real meat, undergo a complete thermal cooking process, and are then preserved using blast-freezing technology at –18°C. This production method significantly reduces the risks associated with both food preparation and storage.
Products are delivered to retail locations frozen in specialized refrigerated vehicles up to six times a week. As a result, our partners don’t need to invest in additional cold-storage infrastructure—we provide a reliable and predictable supply chain.
The situation is different with fast-food concepts where meals are prepared entirely on-site. Take shawarma, for example. It involves handling raw meat, maintaining strict temperature controls, and following rigorous sanitation procedures. Any breakdown in those processes can substantially increase food safety risks. In practice, not every food outlet is able to maintain the same consistently high operational standards.
That’s exactly why, from the very beginning, we designed our business model around standardizing every stage of the process as much as possible. It allows our partners to operate more efficiently while giving consumers confidence that they’re receiving a product with consistent quality and safety standards every time.
How did Premier FOOD adapt after the outbreak of the full-scale war? Were you able to preserve both production and your team?
At the beginning of 2022, we were preparing for a major expansion of our manufacturing capacity. The full-scale invasion completely reshaped our priorities. In those first months, our focus shifted from growth to maintaining uninterrupted operations, supporting our people, and adapting quickly to an entirely new reality.
Despite the extraordinary challenges, the company never stopped operating. We rapidly restructured our operations, kept production running, continued meeting our commitments to partners, and simultaneously launched our own humanitarian initiatives. One of our earliest steps was establishing mobile food preparation and distribution units in the regions most affected by the war.
Even during that period, Premier FOOD continued to move forward. We increased production volumes, expanded our workforce, and remained committed to supporting small businesses. Deliveries continued even to communities located near the front line.
Just three months after the full-scale invasion began, we made the decision to invest in expanding our raw material supply base and warehouse capacity. At the time, it was undeniably a bold move, but we believed that a company has to think beyond today’s challenges and continue investing in its future.
Today, Premier FOOD continues to create new jobs while expanding its partner network. We offer entrepreneurs a comprehensive business model that combines products, equipment, logistics, and marketing support. That integrated approach makes it possible to launch and grow a business even in a challenging economic environment.
One figure speaks for itself: today, nearly 40% of our clients are new street food businesses that have opened since the start of the full-scale war.
What leadership decisions proved most critical in helping the company navigate the crisis?
When a business operates in an environment of constant uncertainty, the ability to make decisions quickly becomes one of its greatest competitive strengths.
We had to rapidly redesign logistics routes, reassess operating costs, adapt internal processes, and respond to new challenges almost every single day. But none of those decisions would have been possible without people.
During the most difficult period, our team and our partners stood by us. We had spent many years building relationships based on mutual trust, and the war confirmed just how valuable that foundation truly was. They remained with us when it mattered most, and for that, I will always be deeply grateful.
How important is partnership to business success today?
I’m convinced that every successful long-term business is built on strong partnerships.
The war only reinforced that belief. In times of crisis, partnerships become about far more than business transactions. They are built on shared responsibility, mutual trust, and a willingness to support one another when it’s needed most.
Those are the principles that enable a business to remain resilient, even in the most challenging circumstances.
How does the company manage to maintain high product quality, remain price-competitive, and stay profitable at the same time?
Higher operating costs shouldn’t automatically be passed on to the end consumer. The first priority should always be identifying opportunities to improve efficiency within the business itself.
That’s why we continuously optimize our manufacturing processes, automate operations, and refine our management systems. Over the past several years, we’ve implemented numerous operational improvements that have significantly increased productivity without compromising quality.
Operating as a certified manufacturer also demands a high level of discipline. It requires continuous process monitoring, a systematic approach to management, and an ongoing commitment to improvement.
That operating model allows us to remain financially strong while consistently delivering high-quality products and competitive value to our partners.
Can a company of this scale effectively serve both civilian needs and the military during wartime?
Absolutely.
Today, our business operates across multiple segments—from supplying raw meat to producing ready-to-eat products with extended shelf life that support both civilian consumers and humanitarian relief efforts.
The realities of wartime have fundamentally reshaped market needs, and we’ve adapted our manufacturing capabilities accordingly. As a result, we’ve expanded our product portfolio with solutions specifically designed to meet today’s demands for efficient logistics, longer shelf life, and rapid distribution.
Over the years, both you personally and Premier FOOD have received numerous professional honors and awards. Which one means the most to you?
To be honest, I’ve never set out to collect awards.
When you’re working for your country and helping people, it doesn’t feel like something extraordinary. You simply do what you believe is the right thing to do.
Of course, over the years we’ve received many honors and letters of recognition. But honestly, I couldn’t even tell you how many (smiles).
For me, the greatest recognition will come after Ukraine’s victory—when we’ll be able to look back and know that we faced this journey with dignity.
It is worth noting that during the full-scale war, Vitalii Voitovych and Premier FOOD Group were awarded the Medal “For Assistance to the Armed Forces of Ukraine” by the Ministry of Defense of Ukraine, presented in accordance with an official order signed by then-Minister of Defense Oleksii Reznikov.
Is Premier FOOD planning further international expansion? Which markets are currently your priority?
International growth has been part of our long-term strategy for quite some time.
Today, Premier FOOD products are exported to more than twelve countries, including Georgia, Moldova, Azerbaijan, Kazakhstan, Oman, Kuwait, the United Arab Emirates, South Korea, China, Jordan, Kosovo, the United Kingdom, and Bulgaria.
At the same time, we don’t view exports as the end goal. They’re one component of our long-term growth strategy. We’re continuing to expand our product portfolio, increase the share of international sales, and prepare for the next phase of the company’s expansion.
One of our key strategic priorities today is obtaining European Union certification, which will open the door to additional European markets and significantly broaden our export opportunities.
We’re also investing in the development of our vegan product line. Global consumer trends continue to show strong growth in this category, and we see considerable long-term potential there.
In addition, we’re exploring opportunities to scale our street food and food service business models across the European Union and the United Kingdom. We believe the expertise we’ve developed in Ukraine—combining efficient logistics, standardized manufacturing, and a comprehensive service model—provides a strong foundation for competing successfully on the international stage.
In your opinion, are Ukrainian manufacturers ready to compete with European companies today?
Absolutely. I believe Ukrainian businesses have already demonstrated that they can compete internationally.
Our manufacturers have learned to operate with speed, efficiency, and exceptional flexibility. Those qualities have become some of the strongest competitive advantages Ukrainian companies have developed in recent years.
When it comes to the food industry, Ukrainian products are already highly competitive in terms of taste and quality. In some categories, they even outperform their European counterparts.
That said, there are challenges that businesses cannot solve on their own. For meat producers, in particular, stronger government support in opening new export opportunities remains essential. Today, Ukrainian exports of pork and beef continue to face a number of restrictions, and removing those barriers would significantly strengthen the international competitiveness of domestic producers.
How do you see the future of Ukraine’s street food market over the next few years?
I’m confident the sector will continue to grow.
Consumer lifestyles are evolving around the world. People are increasingly choosing fast, convenient dining options, and Ukraine is no exception. As demand for high-quality street food continues to rise, so do consumer expectations for taste, food safety, and service.
That’s why I believe the future of the industry isn’t about simply increasing the number of food outlets. It’s about raising quality standards and further professionalizing the entire sector.
From our perspective, we don’t offer entrepreneurs just a product—we provide a complete business ecosystem that includes manufacturing, logistics, equipment, marketing support, and ongoing operational guidance. That model enables partners to launch new businesses more quickly while significantly reducing operational risk.
Finally, I’d like to ask about philanthropy. Since the beginning of the full-scale war, Premier FOOD has actively supported the Armed Forces of Ukraine, civilians, and children. Which social initiatives remain your highest priorities today?
For me, this is a deeply personal subject.
Many of our employees, partners, and close friends are currently serving in the Armed Forces of Ukraine. Because of that, providing support has long since stopped being a standalone project or a corporate initiative—it’s simply become part of our everyday life.
Since the first days of the full-scale invasion, we’ve provided military units with whatever they needed most at a given moment—from medical supplies and hard-to-find tourniquets to specialized equipment. We don’t follow a predetermined plan. Instead, we respond to real requests wherever help is needed most.
At the same time, one of our first and largest humanitarian efforts focused on food assistance.
On just the third day of the full-scale invasion, we established our own humanitarian food relief headquarters in coordination with the Kyiv City State Administration and launched a network of mobile kitchens serving hot meals in metro stations, schools, and kindergartens.
During the first few weeks alone, we distributed more than 100,000 hot dogs and over 20 metric tons of sausage products to civilians and Ukrainian service members.
Last year alone, the company donated more than 50 metric tons of ready-to-eat food products to the military, internally displaced people, boarding schools, and other organizations supporting those in need.
Our support, however, has never been limited to food assistance.
We work closely with charitable foundations and military units, helping procure vehicles, air defense equipment, diesel generators, DJI Mavic 3 drones, thermal imaging devices, specialized computer equipment, communications systems, routers, military gear, and uniforms.
Over the past year alone, the total value of that assistance exceeded 5 million Ukrainian hryvnias.
To date, we have fulfilled more than 300 individual assistance requests.
But to be honest, for us, this has never been about the numbers.
I believe a responsible business should serve society not only during periods of economic growth, but especially in moments of its greatest challenges. That’s when the true meaning of corporate responsibility becomes clear.
Perhaps after Ukraine’s victory we’ll have the opportunity to tell these stories in greater detail. For now, what matters most is continuing to do our work and supporting those who need it most.